strategic and operational planning workshop

ARMM Health Research and Development Consortium

Strategic and Operational Planning

Workshop

WORKSHOP PROCEEDINGS

as supported by the Philippine Council for Health Research and Development Department of the Science and Technology

May 24-26, 2016

Badjao III, Garden Orchid Hotel

Zamboanga City

2016-2020

CONTENTS

Executive Summary 3

Proceedings

1.0 Opening 6

2.0 Leveling of Expectations 7

3.0 Building the Team 11

3.1 Celebrating Differences 11

3.2 Team Effectiveness 12

4.0 Strategic Planning 17

5.0 Formulate the Core Values, Vision, and Mission of AHRDC 18

5.1 Core Values 18

5.2 Vision 19

5.3 Mission 19

6.0 Reflection 20

7.0 SLOC (Strengths, Limitations, Opportunities, Challenges) Analysis 20

7.1 Internal Environment Assessment 21

7.2 External Environment Assessment 22

8.0 Strategy/Objectives/Formulation per Key program area 25

9.0 Organizational Structure 29

10.0 Schedule 31

11.0 Closing 32

Annexes

A Workshop Participant List 34

B Workshop Program 35

C Celebrating Differences Material 36

D Major Strategy/Objectives/Formulation per Key Program Area Group Outputs 39

D.1 KRA: Increased participation of AHRDC members 39

D.2 KRA: Improved Good Governance 40

D.3 KRA: Improved R&D programs responsive to current emerging needs 42

D.4 KRA: Improved capacities of AHRDC members 43

D.5 KRA: Improved research utilization and dissemination 44

D.6 KRA: Increased resource mobilization for health R&D 45

AHRDC Strategic and Operational Planning Workshop | 3

EXECUTIVE SUMMARY

The Strategic and Operational Planning Workshop was held at the Garden Orchid Hotel in

Zamboanga City from 24th to 26th of May 2016. It was attended by 24 participants, which included

the delegates from the various institutions, PCHRD officials and the secretariat.

This report describes the process of developing a five-year strategic and operations plan for ARMM

Health Research and Development Consortium (AHRDC). The first part of the report highlights the

setup of the workshop, welcoming remarks and an overview of health research and development

setting in the Philippines as well as the relevance of sustaining a consortium in ARMM. This is

followed by the formulation of AHRDC Vision, Mission, and Core values, which guided the next steps

taken to identify strengths, opportunities, problems, and threats in health R&D community in

ARMM, identification of current consortium focus, and ultimately the strategic and operations plan.

The report includes the Workshop Participant List, and Workshop Program (Annexes A and B,

respectively).

The overall result of the strategic planning, which were generated by the AHRDC delegates after a

series of workshop sessions are as follows:

Vision and Mission

VISION

MISSION

• A dynamic and responsive health research community committed to the attainment of the health goals of the ARMM

• To generate and use knowledge, products and services in improving the health status of the people in ARMM


Core Values

As part of the planning process, the participants were asked to identify and define their internal and

external environments using the SLOC analysis (Strengths, Limitations, Opportunities and

Challenges) and the PESTLE analysis (Political, Economic, Socio-cultural, Technological, Legal,

Environmental), respectively.

• We follow the principle of transparency by being responsible to our actions, plans to the consortium and to the people who we serve

Accountability

• We perform our duties and responsibilities and relate with our members, partners and clients

• We are committed to make researches honestly, accurately with integrity to the best of our ability for the improvement of the health status of our constituents

Honesty and Integrity

• We match and adapt our health research endeavor to the peculiar needs and demands of people in ARMM Responsiveness

• We are dynamic in performing our duties to the people in ARMM

Dynamism and Excellence

• We work together to pursue the vision, mission and goals of AHRDC.

• We are sincere and dedicated to perform and act harmoniously towards a productive and quality service.

Cooperation and Commitment


The following key result areas and corresponding key performance indicators were identified:

Key Results Area Key Performance Indicator

1. Increased participation

of AHRDC members

(including membership of

health related NGOs,

provincial hospitals,

private academes and

professional associations)

1.1 No. of committed member institutions attending meetings

and/or AHRDC activities

1.2 No. of mentoring activities within member institutions of

AHRDC, e.g. twinning

2. Improved Good

Governance

2.1 Proportion of activities implemented over activities initiated,

organized per committee

2.2 Percentage of established operational system which includes

the financial management system (e.g. check and balance),

communication system and sustainability plan

2.3 No. of functioning committees

3. Improved R&D

programs responsive to

current emerging needs

3.1 Percentage of implemented programs, e.g. Health and Halal,

Health and Climate Change, and Health and Poverty, addressing

RUHRA

3.2 Availability of updated Regional Unified Health Research and

Development Agenda (RUHRDA) - previously RUHRA

4. Improved capacities of

AHRDC members/parties

and partners in health

research

4.1 No. of researches submitted, approved, implemented, completed

and published

4.2 No. of trained researchers with publication

5. Improved research

utilization and

dissemination to

concerned

institutions/sectors/public

5.1 No. of health R&D results used as inputs in health policies and

programs in ARMM

5.2 No. of researches registered at Health Research and

Development Information Network (HERDIN) and Philippine

Health Research Registry (PHRR)

6. Increased resource

mobilization for health

R&D

6.1 Percentage of health R&D funded by partners sourced by

AHRDC (e.g. 2% from DOH)


PROCEEDINGS

May 24, 2016 (FIRST DAY)

1.0 Opening

The planning workshop started with a prayer. Ms. Maria Belen Balbuena, regional project

officer for ARMM Health Research and Development Consortium (AHRDC) commenced the

meeting by welcoming the guests. She acknowledged the presence of the participants by

mentioning the institutions they represented.

Dr. Norma Dalamban, Chief Science Research Specialist of the Technical Division, delivered

her welcoming remarks and opening message in behalf of Regional Secretary Myra

Mangkabung, Department of Science and Technology (DOST) in the Autonomous Region in

Muslim Mindanao. She expressed her gladness towards the progress of the consortium. She

also stated the importance of the meeting, as it will define the continuing process and

partnership arrangement of the AHRDC and the group’s continuing efforts for the local

community.

She mentioned that the re-appointment of Regional Governor Mujiv Hataman might cause

some changes in leadership of most institutions, which will affect the activity of the

consortium. Nonetheless, she trusts that AHRDC will still be able to subsist adversity. She

recalled that even the inception of the consortium had been tough as their scattered

geographical location makes it difficult for them to be gathered. Nonetheless, with the help

of the DOST Philippine Council for Health Research and Development (PCHRD) through the

efforts of Dr. Jaime Montoya and Ms. Carina Rebulanan, assembling the R&D researchers,

implementers, managers and users in the region had been possible. The problem in

congregating was addressed by having cluster meetings in Zamboanga for institutions from

the island provinces and in Cotabato/Davao for institutions from the mainland. She noted

that through these years, there had been multiple changes in leadership of the institutions

but the members, staff, and faculty remained to continue and support the activities of

AHRDC. She asked the representatives to report to their heads immediately upon return

and cascade information to others. Dr. Dalamban ensured PCHRD of the region’s

reciprocation, equal support to the consortium and its activities.

Ms. Carina Rebulanan, Chief of the Institution Development Division (IDD) of PCHRD, gave a

brief background on the Philippine National Health Research System (PNHRS) to eventually

present the PNHRS Strategic Map and Scorecard. She wishes the actual integration of

AHRDC activities with the 5-year regional plan. She mentioned that all consortium-related

actions are being supported by the PNHRS Republic Act of 10532, a framework that aims to

unify in the R&D institutions; working closely with the pillars of PNHRS: DOH, CHED, DOST

and UP Manila. There are six building blocks of PNHRS, also known as the organizational

committees, namely: (1) Structure, Organization, Monitoring and Evaluation (2) Capacity

Building, (3) Ethics, (4) Research Management, (5) Research Utilization, (6) Resource

Mobilization committees. These national committees are projected and reflected in the 17


Regional Health Research and Development Consortia (RHRDC); soon 18 regions with the

addition of Negros Island Region (NIR). AHRDC currently has 2 committees – Research

Management and Ethics Committees. As there are specific projects led and run by each

national committee, she encouraged the group to consider building a regional equivalent for

Research Utilization and Capacity Building. This step might be beneficial in increasing the

likelihood of the members to vie for grants from PCHRD that may amount as much as Php

500,000.00 for each research project.

She mentioned that the 2015-2019 PNHRS plan entails strategies that will be translated into

actions. The map shows a logical step-by-step ways to address the PNHRS objectives with a

financial to governance perspective flow. This plan sets the direction towards achieving the

PNHRS Vision. She gave tips in how to formulate plans by presenting the strategic objectives

and performance measures. She hoped for ARMM to do the following:

1. Align their researches to either the Regional Unified Health Research Agenda (RUHRA)

or the National Unified Health Research Agenda (NUHRA).

2. Comply in putting data into the databases such as the Philippine Health Research

Registry (PHRR) for on-going researches and the Health Research and Development

Information Network (HERDIN) for completed researches. Using these databases in

doing research may prevent researchers even students in making duplications

3. Pursue publication rather than just keeping research outputs in the library

4. Take the opportunity to join free trainings by PCHRD, e.g. for ethics – Standard

Operating Procedures (SOP), basic and advanced trainings, and

5. Widen the scope of the PNHRS. Do not limit its scope just in the urban areas.

Ms. Anicia Catameo, Supervising Science Research Specialist of IDD followed and gave a

loaded review of RHRDC organizational structure, duties and benefits of member

institutions. She also emphasized that the group can achieve more if they gain more

partners and collaborators. She hoped that AHRDC become a true representation of the

PNHRS in ARMM and be able to produce relevant research outputs that will not only be

placed in the library shelves but as well as be translated into actions and policies. She

believes that this meeting will be a step forward towards achieving better, more

coordinated, more objective implementation of the AHRDC.

2. 0 Leveling of Expectations

Ms. Merle Pimentel, facilitator of the 3-day workshop expressed her great hopes for the

group’s progression after learning of the strong support given by the national government

through the PCHRD.

She then asked the group to think of how they will answer the following questions: (1)

“What do you want to achieve in this 3-day strategic operations planning workshop?” and

(2) “What are you willing to contribute to attain the objectives of the workshop”?


Below are their responses:

NAME/INSTITUTION GAIN GIVE

1. Jeraphen Jikilula

Statistician, Philippine Statistics

Authority (PSA) - ARMM (attached

agency of the National Economic and

Development Authority)

My agency and job are not

directly related to health.

However, I hope to learn how

I can be a productive

member of this group.

I will give everything in my

capacity.

2. Nursidar Mukatil

Faculty, Mindanao State University

(MSU)-Sulu

This early, I’d like to ask

DOST-ARMM as the

secretariat to send out letters

to the heads and ask for the

names of the permanent

representatives.

I hope that this activity will

enable us to boost/intensify

our works in the consortium,

and devise/hatch up plans

for human resource

development.

I will share, be involved

and participate.

3. Gafur Pasang

Nurse, Essential Healthcare Program

of DepEd Basilan

I hope to gain knowledge and

understanding of the AHRDC.

I can give my cooperation

and support in my own

capacity including time

and effort.

4. Marlon Garrigues

R&D and Extension Representative

and College Instructor, Upi

Agricultural School Maguindanao

I see this activity as a way to

strengthen the connection

with PCHRD and the national

government.

I will give my time and

play the part.

4. Jeanette Alicaya

Clinical Instructor, Notre Dame of Jolo

College (NDJC)

Faculty development is a

priority in the Notre Dame

System. It is supported

strongly by Notre Dame Jolo

College. Hence, I hope to

know more of PCHRD and its

grants so I could access

different activities especially

training in publication

writing.

I will share knowledge and

give my 100%

participation.


5. Jacerna Tarnate

College Instructor, Upi Agricultural

School Maguindanao

I hope to enhance my

knowledge on the benefits I

can avail from AHRDC,

strategies to sustain AHRDC

and as well as the groups we

intend to set-up.

I will offer my time and

cooperation.

6. Tohammi Abas and Numiery Said

Local Government Operations Officers

II, Department of Interior and Local

Government ARMM

I hope to gain more

knowledge in health strategic

planning. Hopefully, we will

be able to produce

implementable health plans

for ARMM.

What I can give is my full

participation during the

activities.

7. Lilian Macadupang

Nurse V and Health Research

Coordinator, Department of Health

ARMM

I hope that we will be able to

produce achievable and

doable operation plans for

AHRDC. I ‘d also like to learn

all about the free trainings so

I can become an effective

researcher.

I will give my active

participation to the fullest.

8. Ahme Dee Sendad

POI, Regional Planning and

Development Office ARMM

I am hoping for us to produce

a technically sound and

achievable strategic plan,

which we may use as a basic

framework in this

consortium.

I can provide technical

knowledge and support.

9. Noronisa Macadadaya

Provincial Statistics Officer, PSA-

Provincial Office

I hope to learn

methodologies in how to do

research in health.

I will contribute ideas and

share knowledge to attain

the objectives of this

meeting. I will share in my

institution what has been

discussed here.

10. Audie Janea

VP for Research and Extension, Sulu

State College

I hope to gain knowledge in

formulation strategies and

operations planning in health

research.

I will give my active

participation.

11. Magna Anissa Hadudini

Clinical Instructor and Chairperson,

MSU Sulu

I wish to be proficient in

making health researches

through the activities of the

AHRDC. Hence, I hope I’d be

informed of the consortium’s

trainings and scholarship

grants.

I will share information in

my institution about these

activities especially my

students. Hopefully, I can

continue as the

representative in this

consortium.


12. Maridiza Martin

Nurse II, Dep Ed ARMM, Basilan

Division

I hope to learn how to write

proposals in health R&D for

the benefits of my

constituents. I am expecting

that the output in this

workshop will be relevant

and clear.

I can give my untiring

support and cooperation

with love and interest.

13. Dr. Norma Dalamban

Chief, Technical Division of DOST

ARMM

I am expecting a clear and

implementable strategic

operations plan.

I will always give my full

support.

Response from Ms. Carina Rebulanan

1. The activities for the consortium are not intended for just one institution but for all of

its members.

2. PCHRD always try to empower the regions to make their own plans. The regional

consortium may still use the PNHRS plan as a guide.

3. PCHRD assures everyone that they will aid in the development of each program/project

proposal.

4. There are a lot of awards provided by PCHRD such as for State Universities and Colleges

(SUCs) and an undergraduate award. These grants will be informed to the regions

through the consortium.

5. The invitation of the PNHRS Week, which will be conducted in August 10-12, 2016 in

Palawan is on-going. There will be 10 delegates from each RHRDC namely: the chair, 4

committee chairs, 4 delegates for competitions and the regional project

staff/secretariat.

6. Regarding the conduct of research projects especially invasive, there are clearances

required to be obtained prior conduct, such as clearances from the Ethics committee,

Bureau of Animal Industry, National Commission for Indigenous Peoples, and for flora

and fauna from protected area, permits from the Biodiversity Bureau. Also, the reviews

can either be expedited or full board review. List of functional research ethics

committee are available in the PCHRD website. PCHRD thru the ARMM consortium will

assist the researchers to identify and process request for ethics review.

Agreements

To enable realization of all their wishes for the planning workshop and hence, making the

activity a success, the group agreed on the following agreements as assisted by Ms. Merle

Pimentel:

1. Be open to newness.

It is always best to challenge the status quo.


2. Time is of essence. Stay focused.

The objective of the activity is to produce a 5-year strategic plan and one-year

operational plan. The group agreed to extend the meeting to accomplish the activity’s

intent and goals.

3. Expansion of ideas is good but keep it simple.

4. Keep it interactive. Ask questions. Clarify.

5. Plan “big”. Nonetheless, be grounded with the treasures of time and resources.

The group agreed to think big while ensuring that the outputs and aims are doable and

within the timeframe. She also mentioned the importance of sending a permanent

representative to avoid wasting of resources, efforts and time - to which the

participants agreed on.

6. There are many pathways and options. It is not a one-fix solution.

Ms. Pimentel suggested implementation of training needs assessment of the group as

individuals and as part of their institutions. This assessment must be aligned to a

formulated program that will boost research capacity of individuals and allow them to

apply gained knowledge immediately thru conduct of activities and researches.

7. Respect for diversity.

ARMM is composed of diverse cultures and hence, have distinct needs. The group is

hopeful to explore on the different strategies to sustain the consortium.

8. Think unlimited. Think out of the box.

9. Always have a chillax mode.

Most participants during planning workshops have the tendency to lose focus as most

adults have 5- to 7-minute attention span. Ms. Pimentel assured the group that she will

try to energize the group in each section of the workshop to relax them.

10. Get focus on Deliverables.

The tentative deliverables of the workshop are as follows: (1) 5-year strategic plan

(2016-2020) of the consortium, (2) one-year operational plan of the consortium and (3)

review of the profile of each member-institution in terms of health research.

3.0 Building the Team

Two different activities were conducted before the actual Strategic Planning to better

prepare the participants mentally and emotionally. Below are the details of the activities.

3.1 Learning to Celebrate Differences

The participants did the Celebrating Differences activity by answering the

worksheet. The results are presented below:

Fruit Number

Grapes 4

Oranges 5

Bananas 2

Melons 3

Grape and Orange 1

Grape and Banana 1

Total 16


Realizations

1. All have differences. These differences shouldn’t become hindrances. Instead, it

should complement one another’s uniqueness.

2. Learning that people have weaknesses and strengths, the members should

understand each other better and be able to adjust to each one.

3. Change can’t be forced into other people. Change happens to people who decide to

change.

4. With the knowledge that all people are not perfect, the expectations from each one

are lowered and become factual.

The interpretation of the different fruits can be found in Annex C.

3.2. Team effectiveness: Changes I want to see and how will I effect the change

Discussion Points

There are three elements of teamwork, namely:

1. Relationships – Advocate for AHRDC. Be a champion for health research.

2. Task – Tasks should be clear and the members should be committed to

accomplish the tasks.

3. Communication – Identify easy and effective ways to coordinate among

members, such as via text messages or by using Facebook

Ms. Pimentel reminded the group not to compromise their values such as

cooperation, harmony, and commitment in every consortium activity. Synergy

should be applied. Its formula, 1+1=3, offers win-win solutions.

Participants were divided into two groups, i.e. those coming from the academe as

implementers and those from the local government units were grouped as the

coordinators/support. The consolidated responses are presented below:

1. Implementing group (Notre Dame of Jolo College, Mindanao State University –

Sulu, Upi Agricultural School Maguindanao)

What are the changes I

want to see in the

organization?

How will I be effective the

changes I want to see?

SELF

Strong advocacy for health

research

Expansion of

knowledge/capacity by

conducting health research

both national and

international levels

Access all relevant health

research trainings

Network with funding

agencies


Conduct of relevant health

researches that will foster

peace and development

Formulate and submit health

research proposals for

funding consideration

PARTICIPATION

and

REPRESENTATION

Active participation to the

consortium’s existing health

research program

Strong representation of

other relevant institution to

health research endeavors

Each member institution

submitting at least one

proposal in a year

Enhance knowledge and skills

in promoting health research

Maximize or increase number

of participants in every

activity

PARTNERS More institutions joining

health research programs

Strong collaborative activities

and/or research programs

among member institutions

Establish active linkages

among member institutions

Develop collaborative health

research programs that will

encourage members to

partake

Provide regional experts for

the conduct of capacity

building activities

CONSORTIUM Members playing active roles

in the consortium

Established regular

communication and updating

among members

Established system in health

research product utilization

Optimize the submission of

health research proposals for

funding consideration

Conduct regular committee

meetings and update

especially via social media

consistently

Create health research

utilization committee

Pursue development of

innovative products and

technologies

SERVICES Proposals developed are

aligned to either national or

regional health research

agenda and thereby,

addressing local health needs

Conduct consultative

meetings with

community/users and

stakeholders


Provision of lab equipment

that are accessible to all

researchers

Propose establishment of

necessary lab equipment in

every province of ARMM

PROGRAM

STRATEGIES

AREAS

Research outputs are

responsive to the needs and

concerns of the locals

Strong Ethics Review

Committee in every member

institution

Conceptualize health research

programs, which address

local demands and needs

Produce or capacitate skilled

researchers

Discussion Points

1. Mr. Audie Janea, VP for Research and Extension of Sulu asked the possibility

of expediting the release of funds for regional activities. Ms. Rebulanan

explained that while the region is responsible in initiating and planning the

conduct of trainings, PCHRD facilitates the funds for the conduct of most

trainings in ARMM. Thus, downloading of funds is not necessary. She

reminded the group that they should request for the support of an activity

approximately 2 weeks prior the target schedule in order to give time in

processing of funds and invitation of resource persons for the activity to be

conducted on time.

2. Ms. Rebulanan reminded the group that the grant given to beginning

researchers amounting to Php 500,000.00 is the maximum amount —but

not requiring that the grant actually be that high. This amount includes

provision of lab instruments necessary for the conduct of the approved

research project. Provision of camera and laptop should be a counterpart

support of the implementing institution. Only those lab instruments

amounting to Php 10,000.00 and above are considered equipment. She

suggested conduct of mapping or profiling of resources, e.g. expertise and

lab facilities, among members to make the resource sharing possible and for

the researchers to access such lab facilities of other institutions within the

consortium.

3. Ms. Lilian Macadupang, Health Research Coordinator from Department of

Health shared that her agency is actually required to utilize 2% of their

MOOE budget to health research activities. Ms. Rebulanan mentioned that

this fund sharing with RHRDC is already being done in most regions, with

some even using the DOH money to fund regional researches and trainings.

Ms. Macadupang assured the discussion of this concern with the DOH-ARMM

Secretary. She mentioned that the complementation of AHRDC activities

with DOH-ARMM might result to revising the DOH-ARMM Work and

Financial Plan (WFP) 2016. For 2017, AHRDC should be able to provide WFP

as early as the 3rd quarter of this year, which may be funded by DOH-ARMM.

4. Ms. Macadupang also shared that DOH-ARMM has health facilities, which

they offer for usage of other member institutions.


2. Coordinating/support group (DOST-ARMM, DOH-ARMM, DepEd-ARMM, DILG-

ARMM, PSA-ARMM, Regional Planning and Development Office ARMM)

What are the changes I

want to see in the

organization?

How will I be effective the

changes I want to see?

SELF

Stable and constant

communications system in

informing members of

updates

Use Social Media to inform

members on current

programs, activities and other

opportunities available for

researchers and research

institutions (both for AHRC

and PCHRD

PARTICIPATION

and

REPRESENTATION

Consortium members

displaying strong

commitment

Encourage active

participation of members

Formulate policies that will

engage member institutions

to send permanent

representatives for each

committee and express

commitment by providing

funding support during

consortium activities

Improve advocacy programs

to boost culture of research

among members

PARTNERS Strong ties with funding

agencies

Establish linkages with

agencies which may be able

to give financial support to

the approved research

proposals

CONSORTIUM New institutions joining in the

consortium

Strong ties among members

Orient potential new

members about the

consortium

Create the capacity building

and research utilization

committees to aid in building

research connections among

members


SERVICES Increased number of

researchers trained

Provide local mentors

PROGRAM

STRATEGIES

AREAS

Published research outputs

translated into policies and

practices

Encourage member

institutions to support their

researchers in publishing

research results and engage

media in research advocacies

Discussion Points

1. Ms. Rebulanan noted that the optimal number of participants in every

activity is 30 – not too little or too many as it may thwart learning due to

lack of dynamic interaction and overcrowding, respectively.

2. The group is being encouraged by PCHRD to conduct collaborative

researches. For example, the academe may work with other agencies such as

NEDA, DSWD and hospitals to ensure that the community will utilize the

research outputs. Through collaboration with line agencies, the users may

also be engaged at the onset of the research so the researchers can

adequately respond to their needs.

3. Utilization of research outputs through programs to the community may

produce publications, patents, prizes, and policy enhancement (including

formulation or revision of program guidelines) apt for the local needs. Policy

guidelines and programmatic strategies result to an efficient, cost-effective

and transparent utilization of resources.

4. Ms. Rebulanan stated that upon request, the PCHRD could fund oral paper

presentations whether in national or international competitions as long as

the individual who will be sponsored is the main author and the study is

peer-reviewed and funded by PCHRD/consortium.

5. Members should be the primary promoters of AHRDC in the regional and

local levels. PCHRD and the PNHRS pillars are only considered support

groups.

Realization

The members should be responsible for all operations and activities of the

consortium and not just rely on others.

4.0 Strategic Planning

Strategic planning is a process by which the organization identifies and discusses key

organizational issues, analyzes its environment, determines its priorities, and maps out a

medium term future (usually 3-5 years).


Why is there Strategic Planning?

Strategic planning is important in (1) affirming the relevance of the organization, (2)

enabling AHRDC to apply best practices and value the learning from the past, (3) clearing

future thinking of AHRDC members by looking into the effects and efforts needed from

internal and external environment stakeholders and (4) transform vision into actions.

Purpose of Strategic Planning

To assist an organization in establishing priorities and to better serves the needs of

its constituency.

A strategic plan must be flexible and practical and yet as a guide to implementing

programs, evaluating how these programs are doing, and making adjustments when

necessary.

A strategic plan must reflect the thoughts, feelings, ideas, and wants of the

developers and mold them along with the organization's purpose, mission, and

regulations into an integrated document.

The development of a plan requires much probing, discussion, and examination of

the views of the leaders who are responsible for the plan's preparation.

Strategic Planning Framework

CORE VALUES

PRINCIPLES

CURRENT REALITY INTERNAL EXTERNAL

ENVIRONMENTS

ARENA OF

ACTION

VISION

MISSION

GOALS

Pull factor

Push factor


5.0 Formulate the Core Values, Vision, and Mission of AHRDC

5.1 Core Values Value statements are developed from the members’ values and define how they

want to behave with each other in the organization. The organization’s value statements provide a measuring device against which

they evaluate all of their actions and behaviors. The value statements give words and meaning to the values that the group decides to live by daily.

Value statements are declarations about how the organization will value customers, suppliers, and the internal community.

Workshop Participants were asked to write their top 3 values. The responses are written below: Responsible Timeliness Integrity Confidence Cultural Sensitivity Resourcefulness Commitment Teamwork Cooperation Honesty Accountability Responsiveness Dynamism Excellence Commitment The group agreed to style the values in an order based on the consortium’s abbreviation, AHRDC, i.e. Accountability; Honesty and Integrity; Responsiveness; Dynamism and Excellence, and Cooperation and Commitment.

Task The group was asked to discuss among themselves during their free time, the value statements for the top values. On the third day of the workshop, the group presented behavioral terms of AHRDC Core Values as follows: Accountability We follow the principle of transparency by being responsible to our actions, plans to the consortium and to the people who we serve. Honesty and Integrity We perform our duties and responsibilities and relate with our members, partners and clients We are committed to make researches honestly, accurately with integrity to the best of our ability for the improvement of the health status of our constituents Responsiveness We match and adapt our health research endeavor to the peculiar needs and demands of people in ARMM


Dynamism and Excellence We are dynamic in performing our duties to the people in ARMM

Cooperation and Commitment We work together to pursue the vision, mission and goals of AHRDC. We are sincere and dedicated to perform and act harmoniously towards a productive and quality service.

5.2 Vision

A vision is a statement about what the organization wants to become. It should resonate with all members of the organization and help them feel proud, excited, motivated, and part of something much bigger than themselves.

A vision should stretch the organization’s capabilities and image of itself. The vision gives shape and direction to the organization’s future.

In a panel discussion led by Ms. Pimentel, the group agreed on the vision statement as follows:

5.3 Mission

Mission or Purpose is a precise description of what an organization does. The

mission should describe the business the organization is in. The mission is a

definition of why the organization exists currently.

Plenary Why does AHRDC exist?

To provide R&D outputs in addressing health needs and improving health status of clients – women, children and all constituents in ARMM

For the researchers and users alike to have a greater access to resources in terms of health research

After the discussion with the whole group, the agreed mission statement is as

follows:

VISION A dynamic and responsive health research community committed to the

attainment of the health goals of the ARMM

MISSION To generate and use knowledge, products, and services in improving the

health status of the people in ARMM


May 25, 2016 (SECOND DAY)

6.0 Reflection To start the second day of the planning workshop, the participants were asked to choose the color, which represents their experience of day 1. Below are the responses of the group, to which Ms. Pimentel responded and wished for all their learning to be put into practice:

YELLOW RED BLUE GREEN

Yellow represents transparency and enlightenment. We were enlightened with the purpose and goals of AHRDC as were able to come up with a clear vision and mission and are now expecting for quality outputs.

We felt in yesterday’s activity the empowerment. We need courage in order to face the obstacles and difficulties in terms of making health researches and courage for us to stand firm as mandated by the vision and mission that we created. We need to have bravery in order to assert to our heads that “this” or “that” should be done for us in the region as well as in the consortium to move forward.

Blue represents vastness, unlimited horizon, and freedom to choose topics that can address the needs of the people we serve in ARMM. It also represents futuristic yet realistic qualities. We try to provide answers to questions like what can we do from now on, etc. There is a new window/ vast opportunity for us to serve the community.

For us, green represents life and growth of AHRDC. From this time on, we will grow as we agreed on. Green also represents that we are now SET TO GO for the health benefits of all the ARMM constituents.

7.0 SLOC (Strengths, Limitations, Opportunities, Challenges) Analysis

Various complementary analyses to SLOC have been proposed to understand internal and

external environment factors, such as the internal analysis and the PESTLE (Political,

Economic, Socio-cultural, Technological, Legal, Environmental) analysis. The guide used for

the group discussion is shown below:

Strengths (Internal) Opportunities (External)

We want to maintain and

leverage strengths.

We want to invest in opportunities.

Weaknesses (Internal) Threats or Challenges (External)

We want to minimize

weaknesses.

We want to identify threats or challenges

that need to be addressed and

understand their potential impact


7.1 Internal Analysis The internal analysis of the organization should include its culture, expertise/people, resources/structures, and tasks/services. The extent to which the organization could adapt to changing circumstances is also a factor that needs to be considered.

Below are the group’s outputs:

Internal Environment Assessment: Assessment encompasses organizational assets, resources, people, culture, systems, partnerships, and suppliers

Areas Strength Limitations

People The consortium members

have varied expertise,

technical skills and

knowledge in research,

technical writing.

Most members are exposed

to many health research

activities since ARMM is a

frequent subject to many

health researches/surveys

(e.g. field, WHO/DOH).

With a diverse background,

AHRDC members can easily

blend/work together in

harmony.

There’s non-continuity of

representation and thus,

some new breeds lack

technical knowledge on

research.

There’s geographical

inaccessibility in most areas

and even local researchers

fear for their security.

While most members are

exposed to health research

and surveys, there’s still

limited specific R&D trainings

for members to participate in.

The members of the AHRDC

are located dispersedly.

Task

Members are considered

competent in networking and

have basic knowledge of

target clients/constituents.

There are a lot of grey areas

in the task of AHRDC.

Also, most members have

multiple responsibilities that

require their full attention

that leaves the consortium

with nothing.

Organization

System/Structure

There’s diversity in the group

and all are well represented,

e.g. academe, line agencies.

There is no focal group to

facilitate, manage and

monitor the implementation

of AHRDC.


There is limited budget for

the conduct of activities.

There is no institutional

awareness among members

as well as no public

awareness programs for

advocacy.

Organization

Culture

The key officials are

committed to support the

AHRDC activities.

There is a strong support

from DOST-ARMM and DOH-

ARMM to AHRDC.

The consortium became very

dependent to PCHRD

support. Hence, the

accountability of each

member is not well defined.

7.2 PESTLE (Political, Economic, Socio-cultural, Technological, Legal, Environmental) Analysis The guide used for the group discussion is shown below:

PESTLE Factors Political Political factors refer to the stability of the political

environment and the attitudes of political stakeholders or activities.

Economic

Economic factors represent the wider economy so may include economic growth rates, levels of employment and unemployment, costs of raw materials such as interest rates and monetary policies.

Socio-cultural

Socio-cultural factors represent the culture of the society that an organization operates within. They may include demographics, age distribution, population growth rates, level of education, distribution of wealth and social classes, living conditions and lifestyle.

Technological Technological factors refer to the rate of new inventions and development, changes in information and mobile technology, changes in internet, and government spending on research. There is often a tendency to focus Technological developments on digital and internet-related areas, but it should also include new methods of R&D, distribution and logistics.

Legal Legal factors are inevitably entwined with political factors such as national laws, international trade regulations and restrictions.

Environmental Environmental impacts can include issues such as limited natural resources.


External Environment Assessment: Marketplace, competitor’s social trends, technology, regulatory environment, and economic cycles (those elements the organization can’t control)

Areas Opportunities Challenges

Political The progressive political

leadership might be beneficial

to the consortium as the

appointed Regional Governor

has health research as one of

his main agenda.

In the prospect of Federalism,

LGUs will be empowered.

ARMM has friendly linkages

with strong Arab countries

which may give support for

R&D.

There is a turbulent political

climate for most ARMM

provinces.

For LGUs, health is a low

priority.

Economic In the onset of new national

leadership, employment rates

may boost.

ASEAN integration may open a

lot of opportunities for local

researchers.

There’s a continuing mass

poverty in the region.

There is a high rate of

underemployment in ARMM.

Aside from conflicts, ARMM is

also prone to disasters.

Social ARMM is composed of varied

tribes and indigenous people.

This cultural diversity can led

to creative solutions, thereby

may have high potential in

producing multidimensional

prospect for research.

Cultural diversity can also

lead to conflict.

Technology There’s a limited internet

connection in most areas in

ARMM. This situation makes it

hard for members and users

to access information.

Most cities in Mindanao

experience power shortage.

ARMM experienced worse

than these urban cities with

more than 12-hour blackouts.

Legal There’s political will in

regional level to implement

legislation.

Weak implementation of

policies hampers progress in

R&D.


Environment/

Industry

More labor force will be

needed in ARMM in the next

years.

Labor force is available.

There are available intensive

labor trainings.

Discussion Points

1. Ms. Pimentel pointed out that the Memorandum of Agreement (MOA) is not

operational. It should be defined by putting it into mechanisms. The

consortium should review coming up of AHRDC manual operations to look

at the peculiarities of the region.

2. The group discussed on looking into forming an executive committee who

can decide in the daily operations of the consortium for the time being as

they are still studying how they can formulate their own Manual of

Operations.

3. Ms. Anicia Catameo mentioned the plan of the PNHRS SOME to create a main

frame for the PNHRS Manual of Operations. Although, they are allowing the

Metro Manila Health Research and Development Consortium (MMHRDC) to

pilot for the whole country. She mentioned Regions II, VI, VIII and XI as those

consortia that have previously formulated their local manual of operations.

She also said that upon getting permission, the group could borrow manual

of operations from other regions in the formulation of their regional

operational manual. Ms. Balbuena shared some contents and outline of the

manual of operations prepared by the MMHRDC. The group eager to see the

whole manual of operations so they could be guided in drafting the AHRDC

manual was advised to request from MMHRDC to provide them with a copy

of this manual. Their request will be facilitated by PCHRD.

4. Ms. Pimentel suggested that it might be best to create a management group

who will focus on making the operational manual as there are a lot of

aspects to be considered in preparing the manual.

5. Regarding minimal awareness of the members on the consortium’s

activities, the group agreed that it is necessary to keep the website up-to-

date. Ms. Nadjiyah Sinarimbo reported that she can’t access the website due

to lost password which was not divulged to her by the former regional

project staff. Ms. Balbuena proposed to facilitate getting of new password for

the AHRDC secretariat from PCHRD – Information Technology Unit. She also

suggested that in the meantime, the uploading of news could be coursed

through her. Ms. Catameo encourage uploading of health research news and

activities by individual member institutions, even if it is not an activity of the

AHRDC. Ms. Catameo added that most consortia maintain a Facebook group.

Ms. Sinarimbo assured the group that a Facebook community for AHRDC

will be created within the week.

6. Ms. Catameo reinforced the importance of profiling the expertise and lab

facilities of each member institution for information/resource sharing.

8.0 Strategy/Objectives/Formulation per Key program area

The participants were asked to formulate the consortium’s strategic direction by

formulating strategic goals/major strategies and activities and performance

indicators/outcomes.

In this session, they were asked to think of strategies that will allow each member to:

1. Take advantage of opportunities

2. Reduce the challenges

3. Defend against threats

4. Build on organizational weaknesses

5. Offer some basis for future competitive advantage

Considering the results of the SLOC Analysis, the group identified that most concerns are related to

governance. Governance involves strategic direction and policy. Ms. Pimentel outlined the

interrelated responsibilities of governance:

1. Establishing and implementing AHRDC’s mission and vision

2. Setting the rate of progress the consortium takes in accomplishing its mission and vision

3. Providing continuity for the management and implementation of the AHRDC’s activities

4. Securing community support for all aspects of AHRDC.

Governance, or directing, is different than managing. Management focuses on the present and

covers planning, leading/taking responsibility, organizing, and controlling (financial/program

monitoring). While governance also covers management, it includes promoting a cause and focuses

on the future. Governance leads the advisory group to explore options and establish long-term

goals and plans.

Through good governance, the advisory group delegates authority and responsibility to

management group and staff for day-to-day activities. Governance creates goals and ensures that

the proper organizational structure of management, systems and people is in place to achieve those

goals. At the same time, governance requires that the structure maintain the AHRDC’s integrity,

reputation and responsibility to its stakeholders.

The following table outlines the strategic objectives to be delivered in the year 2016-2020. The

strategic objectives draw on the PNHRS Strategy Map and Plan 2015-2019. The table outlines the

key result areas, key performance indicators and the target outcomes.

Key Results Area Key Performance Indicator

2016 2017 2018 2019 2020

1. Increased participation

of AHRDC members

(including membership of

health related NGOs,

provincial hospitals,

private academes and

professional associations)

1.1 No. of committed member institutions

attending meetings and/or AHRDC activities

1.2 No. of mentoring activities within

member institutions of AHRDC, e.g.

twinning

1.3 Percentage of resources (e.g. expertise,

lab instruments) shared among members of

AHRDC

Baseline

-

-

60%

-

-

80%

-

-

90%

-

-

90%

-

-

2. Improved Good

Governance

2.1 Proportion of activities implemented

over activities initiated, organized per

committee

2.2 Percentage of established operational

system which includes the financial

management system (e.g. check and

balance), communication system and

sustainability plan

2.3 No. of functioning committees

Baseline

Baseline

4

committees

100%

100%

(accurate,

timely

submission

of financial

reports)

6

committees

100%

80%

6

committees

100%

60%

6

committees

100%

40%

6

committees

3. Improved R&D programs

responsive to current

emerging needs

3.1 Percentage of implemented programs,

e.g. Health and Halal, Health and Climate

Change, and Health and Poverty, addressing

Baseline

60% of

RUHRA

70% of

RUHRA

80% of

RUHRA

100% of

RUHRA


RUHRA

3.2 Availability of updated Regional Unified

Health Research and Development Agenda

(RUHRDA) - previously RUHRA

Revisit

addressed addressed addressed addressed

4. Improved capacities of

AHRDC members/parties

and partners in health

research

4.1 No. of researches submitted, approved,

implemented, completed and published

4.2 No. of trained researchers with

publication

Baseline

Baseline

3

1

3

1

4

2

4

2

5. Improved research

utilization and

dissemination to

concerned

institutions/sectors/public

5.1 No. of health R&D results used as inputs

in health policies and programs in ARMM

5.2 No. of researches registered at Health

Research and Development Information

Network (HERDIN) and Philippine Health

Research Registry (PHRR)

Baseline

3

1

3

1

3

2

4

2

4

6. Increased resource

mobilization for health

R&D

6.1 Percentage of health R&D funded by

partners sourced by AHRDC (e.g. 2% from

DOH)

Baseline 2% 5% 10% 15%

The group discussed possible activities per Key Result Area (KRA) and matched corresponding output indicators, time frame, responsible agencies/

committees and estimated cost. This strategic plan is shown in Annex D.

Discussion Points

1. The group hyped in increasing the no. of AHRDC membership to include NGOs in health, private

academe, government hospitals, professional associations. The group is very interested in engaging

doctors and healthcare practitioners that do research and implement health R&D projects.

2. The group defined the AHRDC membership as any public or private institution in ARMM, which

has the intent, capability, resources to undertake, or advocate/promote health research and related

development activities.

3. Reg. Sec. Mangkabung would like to initiate lobbying of the creation of R&D office or unit in each

institution through DepEd and CHED ARMM. She trusts that by the creation of R&D units per

member-institution this will aid in the resource mobilization and communications within the

consortium.

4. Reg. Sec. Mangkabung proposed branding of trainings. She suggested giving a course name to the

trainings in research management.

5. For the profiling of experts and facilities of each member institution, the group agreed to give

DILG the responsibility of designing the evaluation form.

6. Reg. Sec. Mangkabung believes that member-institutions should give counterpart financial

support in sustaining the activities of the consortium. The counterpart can be provision of travel

funds of their representatives during meetings/trainings.

7. The group agreed to hold a Logo contest. Members will be asked to submit logo proposals with

high-resolution image and description of logo until June 16, 2016. The winners will be declared the

following day on June 17, 2016. Prize will be provided by DOST-ARMM and DOH-ARMM, which will

amount to Php 20,000.00 (Twenty Thousand Pesos).


May 26, 2016 (THIRD DAY)

9.0 Organizational Structure of AHRDC Ms. Sinarimbo, regional project staff of AHRDC presented the current organizational structure of AHRDC as follows: CHAIR REG. SEC. MYRA MANGKABUNG, DOST- ARMM VICE CHAIR REG. SEC. KADIL SINOLINDING, DOH- ARMM RESEARCH MANAGEMENT COMMITTEE 1. DR. TATO USMAN, Chair - Department of Health (DOH) ARMM MS. ELOISA USMAN, alternate representative - DOH ARMM 2. DIR. DAUD LAGASI, Vice-Chair - Department of Agriculture and

Fisheries-ARMM MR. ABDUL NASEEF ULONG, alternate representative - DAF-ARMM 3. MS. SAKURA ABDURAJI - Notre Dame of Jolo 4. MS. MERLITA TRESPECIOS - Upi Agricultural School Maguindanao 5. MS. ARVIE ARRIETA - Mahardika Institute of Technology,

Tawi-Tawi ETHICS REVIEW COMMITTEE 1. DR. SHARIFA PEARLSIA ALI-DANS, Chair - DILG ARMM 2. MS.AHME DEE SENDAD, Vice-Chair - Regional Planning Division Office 3. MS. ANISA MATUAN - DOH ARMM 4. MR. AMRON CAYE - Department of Labor and Employee -ARMM 5. MR. JOHNNY EVANGELISTA - DOST-ARMM SECRETARIAT 1. MS. RAMLA LANTONG - DOST- ARMM 2. MR. JOHNNY EVANGELISTA - DOST- ARMM 3. MS. NADJIYAH SINARIMBO - DOST- ARMM

Ms. Balbuena gave a brief presentation on roles of committee members. Reg. Sec. Mangkabung

assured the group that they would attach a copy of this document to the Memorandum Circular

from Regional Governor, which they will farm out Memorandum Circular creating an R&D

unit/committee in each institution. The attachments will help the members to clearly share this

information to their heads and other concerned officials and researchers. Ms. Balbuena further

presented the following PCHRD – Capacity Building Programs:

1. MD-PhD and MS programs

PCHRD supported scholarship programs for MS/PhD to sustain much needed health

research human resource. PCHRD’s participation to the Accelerated Science and Technology Human


Resource Development Program (ASTHRDP) is by way of evaluating applications and monitoring

progress of the qualified scholars under the health sciences category.

The program aims: (1) To help improve the country's global competitiveness and capability

to innovate through alternative approaches on HRD in S&T and (2) To accelerate the production of

high-level human resources needed for S&T activities particularly in the area of R&D.

2. Alberto G. Romualdez Jr. Outstanding Health Research Awards (AROHRA)

PCHRD, with PNHRS partners, gives this award every 2 years to an individual researcher or

research group whose research work has been translated to policy and practice. The award is given

in two categories: biomedical and health services research.

3. DOST-PCHRD-Gruppo Medica Award for Outstanding Undergraduate Thesis in Herbal Medicine

This award is given to undergraduate students engaged in herbal medicine research. It is

awarded to studies that have potential for practical or commercial applications. The award

provides motivation for students to view undergraduate thesis not merely as an academic exercise,

but as an excellent opportunity to contribute to the national agenda.

4. Best Mentor in Health Research Award

This bi-annual search recognizes and rewards vital contributions of mentors in health

research. Awards are given to four cluster winners from Luzon, Visayas, Mindanao, and National

Capital Region and one national winner.

5. Balik Scientist Program

This program seeks to encourage highly trained overseas Filipino scientists and

technologists, experts, and professionals to return to the Philippines and share their expertise for

the acceleration of the scientific, and economic development of the country.

Ms. Merle Pimentel stressed the importance of giving out copy of all the mentioned programs so

that the members can integrate these with their institutional and consortium plans. PCHRD

committed to send out copy to the institutions thru the AHRDC secretariat.

Discussion Points

1. Reg. Sec. Mangkabung highlighted that all heads of the member institution are considered

members of the General Assembly or Advisory Group. She also noted the need to reorganize

the committees and include Research Utilization (RU), and Capacity Building Committees

(CBC) by September 2016 and Resource Mobilization (RM) and Structure, Organization,

Monitoring and Evaluation (SOME) Committees by 2017. She wants the assessment of all

the members of the committees. She deems it necessary to define the composition, tasks

and the basic special competencies of the members of the committees. Ms. Pimentel pointed

out that for Ethics Committee there is a standard criterion for the composition set by the

National Ethics Committee. For example, the committee should include a religious leader,

lawyer, layman, etc.

2. Reg. Sec. Mangkabung stressed that ARMM is autonomous and distinctive to most regions

but will make it a point to complement with the structures set by PNHRS. The structure will

definitely be based on the needs of the region. For example, the research management/ R&D


committee will be divided per topic, e.g. Food, Climate Change, Medicine, etc. or the

committees being equally represented by 2 mainland provinces and 3 island provinces.

3. Reg. Sec. Mangkabung sees that getting a lot of relevant institutions on board is possible.

She illustrated Executive Order on Halal as an example where all line agencies are actively

partaking to and conducting activities related to Halal. She hopes to engage hospitals, non-

government organizations and professional associations soon. She also mentioned inviting

DILG’s police and army groups.

4. Reg. Sec. Mangkabung expressed the challenge in funding that they are currently

confronting. She shared that their partnership in Philippine Council for Agriculture, Aquatic

and Natural Resources Research and Development (PCAARRD) had been very smooth as the

funding is directly downloaded to DOST-ARMM. Unlike PCAARRD, PCHRD does not provide

money for operations. PCHRD gives money only for researches. Pooling of resources and

imposing membership fee to AHRDC members could be a possible solution to this challenge.

5. Reg. Sec. Mangkabung shared that the clinic in DOST ARMM is being converted to AHRDC

room.

6. The group requested for a copy of all the laws and other legal documents affecting the

consortium’s operations and activities from PCHRD.

10.0 Schedule

This session guides the participants to devise a schedule of activities for the first 3 months

of the second half of 2016 based on the strategic goals/major strategies, activities and

performance indicators/outcomes agreed.

TARGET

MONTH

TARGET ACTVITIES RESPONSIBLE

AGENCIES/COMMITTEES

JUNE 1. Set up an AHRDC office room at ARMM

DOST with staff (PS)

1.1 DOH also committed another staff for

AHRDC

2. Farm out a Memorandum regarding request

for institutions to create R&D unit c/o DOST

ARMM

3. Define the composition, tasks and the basic

special competencies of the members of the

committee led by DOST ARMM

3.1 send copy of laws and other legal

documents c/o PCHRD

3.2 Logo Competition (Award c/o DOH-

ARMM)

3. Design of Evaluation Tool for the Profiling and

TNA of member institutions c/o DILG Profiling of

c/o DOST ARMM and DILG


Member

4. Submission of 6 month Operations/Action

Plan to PCHRD – 1st week of June, c/o DOST

ARMM

JULY Conduct of members: Profiling/TNA (mapping) DILG

AUGUST GA Assembly 1st week

Discussion Points

1. Reg. Sec. Mangkabung committed for DOST-ARMM to prepare a more comprehensive Gantt

chart from June to December 2016 with a corresponding budget in the first week of June.

DOST-ARMM, DOH-ARMM and PCHRD will have to discuss on the preparation of the Gantt

chart.

2. Reg. Sec. Mangkabung perceived that the current delegates could not compel their heads to

make a commitment to AHRDC as most are representatives of the focal persons. For

continuity, she suggested those who are willing to continue on taking part in consortium

activities and to be champions and advocates for research to make it known to the AHRDC

secretariat so that AHRDC could facilitate this information to the respective heads and

request their institutions to make them permanent focal persons or official alternates.

11.0 Closing

Regional Secretary Myra Mangkabung, Chair of AHRDC and Regional Secretary of the DOST-

ARMM thanked the group for their active participation during the strategic planning

workshop. She’s happy that despite the hectic schedule of everyone they were still able to

push through with the event. She showed her gratitude in tokens to PCHRD officials and Ms.

Merle Pimentel for aiding AHRDC to set their directions.

She continued that ARMM is a melting pot of different tribes, religious attributions and rich

cultures such as Yakan, Maranao, Kalagan, and etc. Even in diversity, they still share one

regional direction set by the Regional Governor. The consortium should always align its

activities and works with the priorities set by Regional Governor Mujiv Hataman to make

sure that the consortium’s efforts will have an impact in the region.

Reg. Sec. Mangkabung suggested the following 3 main programs to focus on:

1. Poverty as related to health

It is alarming that while most provinces of ARMM are improving, 2 are still considered

the poorest in the country. Sulu and Maguindanao are pulling the region down with the

drastic change in statistics, which increases the incidence of poverty. AHRDC

2. Climate Change as related to health


Maternal and child health is compromised due to a lot of displacements happening in

the region due to natural disasters. Aside from problems in food security, infectious

diseases and rapid mutation of viruses threatens the health of most locals. Other than

that it is said that the pacific area will be the first one to be affected as the temperature

of the world increases.

3. Halal as related to health

Halal is the current trend in most Muslim countries. As the ASEAN integration takes

effect, ARMM should take this as a very good opportunity to take advantage of the open

market to any countries. Halal is a way of life as it represents more than ethics.

She shared that as the election period had come to an end, all constituents of ARMM now

share one color. She encouraged everyone to continuously learn. They should open

themselves to learning every time especially to research.

She once again thanked the participants and their heads for making the event possible. She

will try to push in making the participants permanent representatives so they can

experience the full benefits of becoming a member in the AHRDC.

She shared that she already rendered her resignation effective June 30, 2016. However, she

still hopes to be retained in DOST-ARMM so she could continue the works she initiated in

AHRDC. Nonetheless, even without her presence, she is positive that as AHRDC is an

autonomous body, it will definitely take off. It is not dependent to one person or one

department. She highlighted the need to motivate the agencies and members to be part of

the consortium. She wants all members to ask everyone to be on board and be proactive.

She added that everything begins once they take the risk and encourage everyone to move

forward together.

R&D is still not a part of the region’s priority but if the AHRDC can lobby for the creation of

R&D unit in every institution, they could effect change not just in the region but as well as in

the world. “Let’s go global and not just local!” she ended.


ANNEXES

A. Workshop Participant List

No. Name Designation Institution 1 Jeanette Alicaya Clinical Instructor Notre Dame of Jolo

College (NDJC) 2 Gafur Pasang Nurse Essential Healthcare

Program of DepEd Basilan 3 Nursidar Mukatil Faculty Mindanao State

University (MSU)-Sulu 4 Marlon Garrigues R&D and Extension

Representative and College Instructor

Upi Agricultural School Maguindanao

5 Jacerna Tarnate College Instructor Upi Agricultural School Maguindanao

6 Magna Anissa Hadudini Clinical Instructor and Chairperson

MSU Sulu

7 Lilian Macadupang

Nurse V and Health Research Coordinator

Department of Health ARMM

8 Ahme Dee Sendad POI Regional Planning and Development Office ARMM

9 Noronisa Macadadaya Provincial Statistics Officer

PSA-Provincial Office

10 Audie Janea VP for Research and Extension

Sulu State College

11 Maridiza Martin Nurse II Dep Ed ARMM, Basilan Division

12 Jeraphen Jikilula Statistician Philippine Statistics Authority (PSA) - ARMM (attached agency of the National Economic and Development Authority)

13 Tohammi Abas Local Government Operations Officers II

Department of Interior and Local Government ARMM

14 Numiery Said Local Government Operations Officers II

Department of Interior and Local Government ARMM

15 Regional Secretary Myra Mangkabung

Chair AHRDC and DOST-ARMM

16 Dr. Norma Dalamban Chief, Technical Division of

DOST ARMM

17 Nadjiyah Sinarimbo Science Research Specialist II

DOST ARMM

18 Marinell Mabazza Project Assistant I DOST ARMM 19 Munir Mutalib Executive Assistant DOST ARMM 20 Carina Rebulanan Chief, Institution

Development Division Philippine Council for Health Research and Development


21 Anicia Catameo Supervising Science Research Specialist

Philippine Council for Health Research and Development

22 Maria Belen Balbuena Science Research Specialist II

Philippine Council for Health Research and Development

23 Merle Pimentel Facilitator 24 Sheryl Joyce Grijaldo Documenter

B. Workshop Program

Day 1

Opening

o Welcome Remarks

o PNHRS Strategy Map and Plan 2015-2019

o RHRDC Organizational Structure

Leveling of Expectations

Building the Team

o Learning to Celebrate Differences

o Team Effectiveness: Changes I want to see and How will I effect the change

Strategic Planning

Formulate the Vision, Mission and Goals of AHRDC

Develop the Core Principles or Values of AHRDC

Day 2

Assess the internal and external environments of the organization

o Internal Environment (People, task, organizational system/structure/financial,

organizational culture/leadership)

o External Environment (Political, Economic, Legal, Social, Industry,)

Formulate AHRDC strategic and operational plan

Day 3

Develop organizational structure

Plot schedule for 2016


C. Celebrating Differences Material

Read across each row and place a 4 in the blank that best describes you. Now place a 3 in the blank

for the second word that best describes you. Do the same for the final words using a 2 and a 1. Do

this for each row. See example below:

Imaginative 3 Investigative 4 Realistic 1 Analytical 2

COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4

Imaginative Investigative Realistic Analytical

Adaptable Inquisitive Organized Critical

Relating Creating Getting to Point Debating

Personal Adventurous Practical Academic

Flexible Inventive Precise Systematic

Sharing Independent Orderly Sensible

Cooperative Competitive Perfectionist Logical

Sensitive Risk – Taking Hard – Working Intellectual

People – Person Problem Solver Planner Reader

Associate Originate Memorize Think Through

Spontaneous Changer Wants Direction Judger

Communicating Discovering Cautious Reasoning

Caring Challenging Practicing Examining

Feeling Experimenting Doing Thinking

Now add up your totals (don’t include the example, of course) for each column and place the total in

the blanks bellows.

COLUMN 1 COLUMN 2 COLUMN 3 COLUMN 4

Grapes Oranges Bananas Melons

If your highest score was in column 1, consider yourself a grape.

If your highest score was in column 2, consider yourself an orange.

If your highest score was in column 3, consider yourself a banana.

If your highest score was in column 4, consider yourself a melon.

Now find your fruit below and review what this may mean to you.


GRAPES

ORANGES

BANANAS

Natural abilities include:

Being reflective Being sensitive Being flexible Being creative Preference for working in groups

Grapes learn best when they:

Can work and share with others Balance work with play Can communicate Are noncompetitive

Grapes may have trouble:

Giving exact answers Focusing on one thing at a time Organizing

To expand their style, Grapes need to:

Pay more attention to details Not rush into things Be less emotional when making some decisions


Experimenting Being independent Being curious Creating different approaches Creating change

Oranges learn best when they:

Can use trial and error Produce real products Can compete Are self-directed

Oranges may have trouble:

Meeting time limits Following a lecture Having few options or choices

To expand their style, Oranges need to:

Delegate responsibility Be more accepting of others’ ideas Learn to prioritize


Planning Fact – finding Organizing Following directions

Bananas learn best when they:

Have an orderly environment Have specific outcomes Can trust others to do their part Have predictable situations

Bananas may have trouble:

Understanding feelings Dealing with opposition Answering “what if” questions

To expand their style, Bananas need

to:

Express their own feelings more Get explanations Be less rigid


MELONS


Debating points of view Finding solutions Analysis ideas Determining value or importance

Melons learn best when they:

Have access to resources Can work independently Are respected for intellectual ability Follow traditional methods

Melons may have trouble: Working in groups

Being criticized

Convincing others diplomatically

To expand their style,

Melons need to:

Accept imperfection Consider all alternatives Consider others’ feelings

D. MAJOR STRATEGY/OBJECTIVES/FORMULATION PER KEY PROGRAM AREA GROUP OUTPUTS

D.1 KRA: Increased participation of AHRDC members (including membership of health related NGOs, provincial hospitals, private academes and

professional associations) /Expansion of Membership (maximum of 3 months)

ACTIVITIES OUTPUT INDICATOR TIME

FRAME

AGENCY/IES IN CHARGE RESOURCES NEEDED

1. Evaluation of all existing

members and Identification

of experts, facilities

activities (with CBC, and

R&D) including TNA and

Profiling of experts and lab

facilities

100% Evaluated existing

members

July 2016

DILG 10, 000.00

2. Identification of Possible

Members for Expansion

10 added possible member

institutions

August 2016 DOH 5,000.00

3. Conduct general

assembly for the expanded

AHRDC

General Assembly August 2016 DOST-ARMM/PCHRD 50,000.00

4.Team Building

(To develop camaraderie)

- - - -


D.2 KRA: Improved Good Governance


FRAME


1. Financial Management

1.1 Draft Resolution

creating a finance team

1.2 Draft Resolution The

cons. Will open a bank

account

Team/bank account

created

Financial communications

group will manage/audit

consortium funds (much

better if SEC registered for

legal personality and

international support)

Aug 2016 DOST/DOH

2. Accomplishment Report

The submission of the

accomplishment reports

should be timely.

Accomplished report Quarterly All members

3. Communication System

3.1 Regular updating of

website (artcles, etc.)

3.2 Drafting and creation of

communication plan for

health research

3.3 AHRDC logo contest

No. of articles uploaded, FB,

chat group

Logo created

After every activity

Oct 2016

DOST

DOST-ARMM/PCHRD

All members

Prize


4. Sustainability

4.1 Memorandum Circular

from Regional Governor

creating a RD

unit/committee in each

institution

4.2 Conduct of regular

meetings

4.3 Creation of AHRDC

office

4.4 Issuance of membership

No. of institutions with

R&D committee/unit

No. of meetings conducted

Identified location of

AHRDC office

January 2017

Quarterly

September 2016

5. Reorganization meeting

5.1 Capacity building of

identified committee head +

members

4 Additional committees

created

No. of members trained

2017

2017

AHRDC


D.3 KRA: Improved R&D programs responsive to current emerging needs


FRAME


1. Revisit RUHRA

(How halal, climate change, and

poverty can be incorporated to

RUHRA); Identify R& D needs

2. Strengthen advocacy on R&D 80-100% advocacy

implemented

3. Supervision/Review and

Monitoring

4. Plan convergence/

collaborations among member

institutions in terms of R&D

5. Information listing/mapping

out of research capability of all

members

6. Call for proposals No. of proposals

7. Convene and Re-organized

the technical review committee


D.4 KRA: Improved capacities of AHRDC members/parties and partners in health research


FRAME


1. Conduct training needs

assessment (TNA)

CBC

2. Classify available human

resources based on field of

specialization

CBC

3. Capacitate all committee

members and researchers

CBC


D.5 KRA: Improved research utilization and dissemination to concerned institutions/sectors/public


FRAME


1. Publication of research

results to different scientific

communities

1 research paper/member

institution in local,

national, international

journals and registered at

HERDIN, PHRR

May 2017-Nov 2017 Academe and member

institutions

1,000,000.00

Publication assistance and

funds

2. Identify champions to

present and lobby for the

policy making bodies for the

integration of research

recommendation to

legislative formulation

Majority of the members of

the legislative body

approved the utilization of

the research results and

recommendation

RU “policy declaration” Mobilization funds and

legwork supports

(1,000,000.00)

3. Conduct activities exhibits,

fair to promote and present

research

e.g. NSTW (forum/contests)

in July will made as a venue

for research competitions,


D.6 KRA: Increased resource mobilization for health R&D

ACTIVITIES OUTPUT

INDICATOR

TIME

FRAME


1. Source out funds from inst from all

levels

2. Collect membership fee

3. 5% of honoraria for consultants

retained in the AHRDC

4. Tap local funds – budget hearing of

local agencies

5. Fundraising events – e.g. Forum in

halal and health

5.1 Create events – registration fee

6. Percentage of royalty fee will be

retained to PCHRD – internal

discussion with the board

The group assigned the AHRDC secretariat to refine the workshop outputs for the approval of the Chair of AHRDC and the General Assembly/

Advisory Board composed of the heads of the member institutions.

strategic and operational planning workshop

Documents